This article aims to consolidate the psychological microfoundations of corporate social responsibility (CSR) by taking stock and evaluating the recent surge of person-focused CSR research. With a systematic review, the authors identify, synthesize, and organize three streams of micro-CSR studies-focused on (i) individual drivers of CSR engagement, (ii) individual processes of CSR evaluations, and (iii) individual reactions to CSR initiatives-into a coherent behavioral framework. This review highlights significant gaps, methodological issues, and imbalances in the treatment of the three components in prior micro-CSR research. It uncovers the need to conceptualize how multiple drivers of CSR interact and how the plurality of mechanisms and boundary conditions that can explain individual reactions to CSR might be integrated theoretically. By organizing micro-CSR studies into a coherent framework, this review also reveals the lack of connections within and between substreams of micro-CSR research; to tackle them, this article proposes an agenda for further research, focused on six key challenges. concerns, the current review seeks to map, consolidate, and extend current knowledge about micro-CSR. We systematically review both conceptual and empirical micro-CSR studies, and we adopt a "person-centric" rather than "employee-centric" perspective, in which we consider persons other than employees, both within (e.g., executives and middle managers) and outside (e.g., job seekers and prospect employees) the organization. In this review, we identify three core components that provide foundations for prior studies of how CSR affects individuals: drivers (what drives CSR engagement?), evaluations (which cognitive and affective processes underlie people's evaluations of CSR initiatives?), and reactions (how, why, and when do individuals react to CSR initiatives?). We further unpack reactions to CSR by considering the mechanisms that underlie them (why), their boundary conditions (when), and their outcomes (how). In the Supporting Information, we provide an overview of prior studies and distinguish the groups of individuals-prospective employees (e.g., job seekers), employees (e.g., administrative staff), managers (e.g., middle managers), or executives (e.g., chief executive officers [CEOs] and chief financial officers)-considered in each study. 1 With this systematic review, not only do we extend prior micro-CSR research (Glavas, 2016;Rupp, Ganapathi, Aguilera, & Williams, 2006;Rupp & Mallory, 2015), but we also derive an agenda for ongoing micro-CSR research, focused on six key challenges: (i) exploring interactions among the drivers of CSR, (ii) pursuing construct clarification and valid measure development, (iii) bridging the various mechanisms of reactions to CSR, (iv) considering new and more relevant individual differences that operate as drivers of or boundary conditions on reactions to CSR, (v) expanding analyses of outcomes of reactions to CSR, and (vi) incorporating individual-level dynamics and learning processes.

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Based on a stakeholder-oriented conceptualization of corporate social responsibility (CSR), this paper offers a multi-dimensional, dynamic perspective which integrates moral, cultural and strategic aspects of the CSR development process, together with its organizational implications. Therefore, the authors link existing stage models of CSR development with stakeholder culture and social responsiveness continuums and provide a consolidative model which highlights a seven-stage development process towards CSR, articulated around three cultural phases (i.e. CSR reluctance, CSR grasp and CSR embedment). In a context in which literature on CSR development and implementation tends to be overly segmented, this consolidative model integrates organizational values and culture together with management processes and operations. In its emphasis on the importance of the organizational context and characteristics in analyses of organizations' CSR development, the proposed consolidative model offers novel research perspectives and highlights the relevance of adopting a phase-dependent approach.In the last few years, companies have begun to move beyond traditional philanthropy and basic compliance into a new kind of corporate and social responsibility.